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A quick glance at articles comparing leaders with managers might lead to the hasty
conclusion that a leader is broad minded and benevolent,
capable of thinking in terms of the long term and
motivating and inspiring employees. The manager role is
typically described as coping with the status quo,
thinking for the short term and issuing requests from the
executive branch.

In my opinion, it's potentially damaging to put too much emphasis
on contrasts. "Manager" refers to a position in an
organization, while leadership is a quality. Experience tells me
that some managers can also be excellent leaders.

Managers are often in the most thankless positions. They must
execute company objectives and are tasked with often unpopular
actions like implementing cost controls or
enforcing employee discipline and carrying out layoffs.
Plus, in an entrepreneurial business, the manager acts as the
buffer or gatekeeper between the president and owner and the
rest of the organization.

I spent a long time in managerial roles and am now privileged to
run my own company, which has allowed me to see the convergence
of leadership and management from a different perspective. So,
for new or mid-level managers hoping to move up into
increasingly senior leadership
roles, here’s what I wished I knew when I was in your position:

Promoting accountability in the workplace does not involve
the dynamics of a parent-child relationship. Yet managers are not
just responsible for holding subordinates accountable. Rather,
accountability should flow in all directions throughout the
organization. To build and sustain a successful organization,
every person in the company must hold one another accountable,
including those of higher rank.

Plenty of people will tell you how to act around your CEO or
other senior leaders. The key is to always be yourself. Don’t put
up a front. Be genuine and stay true to who you are. It's easy to
see through a charade.

Managers sometimes don’t want to come forward until all of the
data is tied down with 100 percent certainty. I would rather know
the direction earlier, with less certainty, however. Don’t spend
70 percent of your time chasing down the last 5 percent, which
may not even add significant value. By acting this way, you are
showing an ability to make decisions in the face of uncertainty.

There are times when a commissioned salesperson who is doing well
could potentially outearn a key executive. Never let small
thinking get in the way of how people should be compensated and
certainly never cap commission plans. Create an environment that
defines and rewards individual and team success. Never let anyone
else’s jealousy distract you.

Develop multiple data sources in your organization. Don’t let a
culture develop where it’s politically incorrect for you or
anyone else to speak with other people in the organization. To be
successful, you need feedback from your frontline employees and
beyond. Identify your key opinion leaders and listen to them.
Make sure they feel empowered to communicate with you because I
guarantee you they’re communicating with other employees and
influencing perceptions.

A big part of the job is managing behavior. The minute some
managers discover that this is a part of their job, they think
it’s a kindergarten task. It’s not. You must ensure employee
behavior is in line with your organization’s values and that your
employees not only understand the company’s values but also never
compromise them. As a key executive, managing behavior is one of
the most important things you can do to engender a vibrant
culture and ultimately bring your company forward.

The point of these documents is not to just
place a poster on the wall. When it comes to your mission
and value statements, you must have a plan to put them in
action. Communicate them over and over again. Your employees are
the ones who will breathe life into these statements, and it is
your responsibility to be sure these goals and values are
clearly understood. Employees will also pick up quickly on
hypocrisy, when leaders post a set of values yet conduct
themselves in a contrary manner.

When your company is engaged in fundamental change, be sure
you understand the 20/60/20 rule. This means 20 percent of your
employees will already be on board, and 60 percent of the
employees are winnable. And 20 percent will never be
convinced, so don’t waste your time. Once you explain and
implement the case for a change, the faster you can move forward
with it. But always remember that you won’t win
over everyone.

Sure, you as a manager may be in good shape now, but are you
setting yourself up to succeed in the future? Keeping up with the
trends, technology and what is happening in your organization and
industry is essential to your company’s long-term success and
growth. Develop your own personal plan and evolve and stay
relevant. Don’t allow yourself to become a dinosaur.

Whether you’re dealing with a CEO or another employee, follow the
three Ts: respectful treatment, transparency and trust. When
these are upheld, you set yourself up for a successful
relationship that has flowing communication. When any of these
are violated, you risk potentially losing an employee or damaging
a relationship.